Citation

Kamiński M. J. Occup. Health Psychol. 2001; 6(2): 127-138.

Affiliation

Institute of Labor and Industrial Relations, University of Illinois, 504 East Armory Avenue, Champaign, Illinois 61820, USA. mkaminsk@uiuc.edu

Copyright

(Copyright © 2001, American Psychological Association)

DOI

unavailable

PMID

11326725

Abstract

Managers often implement new organizational practices to improve firm performance while neglecting possible side effects. This study examines the relationship between 6 organizational practices and both productivity and injury rates in 86 small manufacturing firms. The use of performance-based pay was associated with higher injury rates and lower productivity (on 1 of 2 measures). The opposite pattern held for training: Training hours were negatively related to the injury rate and positively related to 1 measure of productivity. Surprisingly, higher hours worked per week was associated with a lower injury rate and also with lower productivity. The use of teams was associated with a lower injury rate but was unrelated to productivity. The potential interaction between hazard control measures and organizational practices in predicting injury rates is also discussed.

Language: en